CHAPTER 2
MILITARY JUSTICE AND BEARING
Ever since the beginning of navies, there have been laws peculiarly
applicable to the sea and seafaring people.
—Rear Admiral Albert E. Jarrell, USN
Every state and city in the United States has laws
against murder, robbery, and assault. There also are
laws for safety, traffic safety, fire prevention, and the
g o o d o r d e r o f t h e p o p u l a c e . To d i s c o u r a g e
lawbreakers, federal, state, and local governments set
up penalties that are proportionate to the crimes
committed. The penalties range from fines for minor
infractions of the law, to long-term jail sentences for
offenses such as robbery, assault, or manslaughter, to
execution for murder.
The Navy is no different. We have laws and
regulations to govern us in much the same way as the
governments mentioned above govern civilians. For
example, we punish crimes of theft, assault, and
murder as severely as the civilian community. In
addition to those regulations, the Navy has laws that
are peculiar only to the military establishment.
The laws and regulations that govern us in the
Navy exist to help, not hinder, us. In any organization,
discipline and justice are essential. In this chapter, you
will be presented with material about proper military
conduct, discipline, punishment, justice, and uniform
regulations in the United States Navy.
PETTY OFFICER’S AUTHORITY
Learning Objectives: Recognize the difference
between general authority and organizational authority.
Recall nonpunitive measures available to supervisors.
Authority is a necessary leadership tool. However,
it can never take the place of strong, positive
leadership. When you make petty officer third class
and later when you advance in rate as a petty officer
(PO), you often will need to consider your authority
and the effect your use of it will have on the people for
whom you are responsible.
Authority ties directly to your duties and
responsibilities. The exercise of authority links to your
acceptance of responsibility. You are given authority
only to support you in carrying out your assigned duties
and responsibilities. You have “general authority” as a
petty officer by virtue of your position in the Navy
organization, and you have “organizational authority”
by virtue of the particular billet you are holding.
GENERAL AUTHORITY
Your general authority as a PO stems from article
1037 of U.S. Navy Regulations (Authority of Warrant
Officers, Non-Commissioned Officers and Petty
Officers). Article 1020 (Exercise of Authority) gives
you the right to exercise authority over all persons
subordinate to you. Article 1132 (Compliance with
Lawful Orders) charges subordinates to obey their
superiors.
ORGANIZATIONAL AUTHORITY
Petty officers derive their organizational authority
from their assigned billets within a particular command.
This command organizational structure comes from
Standard Organization and Regulations of the U.S.
Navy. That Navy instruction provides regulations and
guidance governing the conduct of all members of the
Navy. It also specifies the individual duties and
responsibilities of personnel within a unit organization
from the commanding officer down to the messenger of
the watch. Articles 1020 and 1037 of U.S. Navy
Regulations grant officers, warrant officers, and petty
officers the authority needed to perform their duties.
Authority includes the right to require action of
others. We direct the actions of others by oral or written
orders that are subject to general limitations. Orders
must be lawful since subordinates are required to obey
lawful orders only (article 1132, U.S. Navy
Regulations). We must not characterize orders with
tyrannical or capricious conduct (an erratic change in
behavior) or by abusive language (article 1023, U.S.
Navy Regulations). Since authority is given only to
fulfill duties and responsibilities, we need to delegate
only as much organizational authority as necessary to
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fulfill those duties and responsibilities. Delegation
should never be made beyond the lowest level of
competence. Limitations, therefore, may be set by
command.
LAWFUL ORDERS
An order must be lawful. Any order imposing
punishment outside the framework of the Uniform
Code of Military Justice (UCMJ) is unlawful.
Punishment may only be through the judicial process
or nonjudicially through article 15 of the UCMJ
(commanding officer’s nonjudicial punishment).
However, petty officers may take certain measures to
correct minor infractions that do not merit punishment
under article 15 of the UCMJ. The following
nonpunitive measures are available to supervisors
through their commanding officers.
Extra Military Instruction
Extra military instruction (EMI) is a type of military
duty used to correct a deficiency of an individual. EMI is
a nonpunitive measure approved by the Manual for
Courts-Martial and outlined in the Manual of the Judge
Advocate General. EMI is a training device intended to
improve efficiency of a command or unit. EMI is
intended as a corrective measure. Therefore, you must
give EMI with the intention of correcting a deficiency in
performance of military duty, not with the intention of
substituting it for punitive action under the UCMJ. EMI
must have a logical relationship to the deficiency you
are correcting.
The duration of EMI is only for the period required
to correct the performance deficiency. Normally, EMI
assignments are for no more than 2 hours per day. EMI is
done at a reasonable time outside normal working
hours. Its purpose is not to deprive a member of normal
liberty. EMI is not to be done on a person’s Sabbath. A
member who has entitlement to liberty may begin
normal liberty upon completion of EMI. The authority
to assign EMI rests with the commanding officer, but
delegation of the authority to assign EMI may be part of
a normal supervisory task. Permission for delegation of
authority ordinarily is not given below the chief petty
officer (CPO) level. However, in exceptional cases
when qualified petty officers are filling CPO billets in an
organizational unit (division, major work center, or
comparable organization) that contains no CPO, the
authority may be delegated to a senior petty officer.
Withholding of Privileges
The temporary withholding of a privilege is
another nonpunitive measure. Supervisors can use this
measure to correct minor infractions of military
regulations or performance deficiencies. A privilege is
a benefit provided for the convenience or enjoyment of
an individual. Some examples of privileges that we can
withhold as nonpunitive measures are special liberty,
exchange of duty, special command programs, the use
of base or ship libraries, base or ship movies, base
parking, and base special services events.
The final authority to withhold a privilege rests
with the authority that grants the privilege. Thus, at
times you only can recommend the withholding of a
privilege through your chain of command. However,
when you think it is necessary, you should make the
recommendation. The action could correct a minor
infraction, thereby increasing the efficiency of your
division.
Extension of Working Hours
Deprivation of normal liberty as a punishment,
except as specifically authorized under the UCMJ, is
illegal. Supervisors cannot deny personnel normal
liberty as a punishment for any offense or for poor
performance of duty. However, supervisors can require
personnel to perform tasks efficiently and in a timely
manner. Thus, naval personnel are not receiving
punishment when they have to remain on board outside
of normal working hours to complete work
assignments, perform additional essential work, or
maintain the required level of operational readiness.
Supervisors must inform their superiors when they
intend to direct subordinates to work beyond normal
working hours. Remember that the work must be
essential, must have a readiness requirement, or must
be work that should have been finished during the
normal workday.
REVIEW QUESTIONS
Q1.
Q2.
2-2
The purpose of EMI is to correct a training
deficiency and deprive normal liberty.
1.
True
2.
False
EMI can NOT be assigned and conducted on
the Sabbath.
1.
True
2.
False
PETTY OFFICER’S RESPONSIBILITY
Learning Objectives: Recognize the importance of
informing the chain of command (COC) on matters
pertaining to good order and discipline. Recall
procedures for reporting an offense. Recognize the
proceedings leading to captain’s mast. Identify the
procedures for redress of grievances/complaints of
wrongs. Identify the composition of courts-martial.
Recognize which violations should or should not be
reported.
When you become a PO, your position in the Navy
changes. You become a leader with authority. The
rating badge symbolizes delegation of this authority by
the Navy.
The responsibilities of a petty officer are not
always easy to carry out. You have to make decisions,
plan jobs, and take the blame if plans go wrong. You
have to lead your people, teach them, and correct them.
You can’t always be a “good guy.” You have to give
orders and that can be harder than following them.
The higher you advance, the greater your
responsibilities. Is the advancement worth the
responsibilities you will have? Yes. A strong PO is
willing to shoulder the burden of increased
responsibility to make the Navy a better, more efficient
force.
As a petty officer, occasionally you will have to
warn, reprimand, or even place personnel on report.
Although these tasks may be disagreeable to you, they
are part of the responsibility of a PO.
REPORTING VIOLATIONS
The hardest job for a PO to do is to place a person
on report. After that happens, the petty officer always
wonders if there could have been another way to handle
the situation. One of your duties as a PO is to start
disciplinary action wherever and whenever the need
arises.
Every petty officer is an important part of the
disciplinary chain of command. You must show
offenders that the command will punish improper
conduct, especially cases of willful violation.
Your responsibility as a petty officer never ends. It is
a 24-hour-per-day duty that can be very trying at times.
For example, when people are ashore “winding down”
after a long period at sea, a demanding fleet exercise, or
even actual combat, rivalries sometimes form. Rivalries
are healthy until the Sailors imbibe in too many spirits or
carry the rivalry too far. These situations rarely occur;
but when they do, responsible petty officers must act. If
you are the senior petty officer present when a fight
breaks out in a liberty boat or when a brawl involving
enlisted personnel starts in town, you must help in
quieting the disturbance, whether an officer is present or
not. If you face such a situation and you do your job to
the best of your ability, you can be proud.
If an enlisted person violates a regulation in the
presence of both an officer and a petty officer, the petty
officer should correct the person. Failing to correct the
person could result in a reprimand for the petty officer.
Figure 2-1 shows three official sources for basic
disciplinary laws. The UCMJ is an appendix of the
Manual for Courts-Martial.
Standard Organization and Regulations of the U.S.
Navy, OPNAVINST 3120.32, states the following:
“Authority should be delegated to the lowest level of
competence commensurate with the subordinate’s
assigned responsibility and capabilities. The
principles of delegation, however, also recognize that
officers at all levels must be accountable ultimately for
the performance of their organizational segments even
if they have charged subordinates with immediate
authority for managing certain functions.” That, in
effect, means although you may assign a task to your
subordinates, you are still responsible to your
superiors for its accomplishment. A good leader does
not tell his or her supervisor, “I gave that job to Seaman
Recruit John R. Doe, but he messed it up.” Rather, he
says, “I will do better next time.” That leader then pays
more attention to Seaman Recruit Doe’s training and
job performance to be sure John R. Doe understands
the job and its importance.
Figure 2-1. Three official sources for basic disciplinary laws.
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The best form of discipline is positive action
geared to prevent disciplinary problems before they
happen. Effective leaders use that type of discipline to
help persons understand the need for regulations and
the need to abide by them. To receive loyalty and
willing obedience from those under you, you must set
an example of high personal standards and moral
conduct.
In setting a proper example for your people, how
can you report somebody for being out of uniform if
you show up at muster looking like you have slept in
your uniform for 3 days? If you show up late for
muster, reporting one of your people for showing up
late would be unfair. So, you must set the example and
maintain the highest standards for your people to
follow. Remember, the way you act is also the way your
people will act.
Each time a petty officer helps a shipmate keep a
clean record, that PO is living up to the highest
traditions of the Navy. Except for major infractions of
the UCMJ, putting people on report should be done
only as a last resort. You always should try other
methods of correction—appeal to pride, disapproval of
special requests (which emphasizes that approval of
special requests is for the more deserving), encourage
team spirit, and so forth—first. Only after you try other
methods of correction and those fail should you place
an enlisted person on report for a minor offense.
The Navy has personnel of high caliber who can be
trusted and who do their work well. However, many of
them will at some time commit an infraction, such as
accidentally being out of uniform, being a couple of
minutes late to quarters, or failing to salute an officer.
You would be unwise to place people on report for
trivial offenses. You should use initiative and common
sense to help keep them out of trouble. Repeatedly
putting persons on report for minor infractions reflects
on your leadership ability, and you will soon find
yourself heartily disliked by personnel under you. On
the other hand, the “good guy” who tries to maintain
popularity and never reports a person is a menace to
discipline and a nuisance to all petty officers.
REVIEW QUESTION
Q3.
Your responsibilities as a petty officer end
when you are on liberty.
1.
True
2.
False
Report of Offense Processing
In spite of your best efforts and those of the
division officer, some personnel will be, among other
things, insubordinate, indifferent to wearing the proper
uniform, and lax in relieving watches on time. Some
also will malinger or fight. Those are the people who
must be put on report, unpleasant though it may be. All
you are doing is reporting to the commanding officer a
violation of military order or discipline; the captain
decides whether to punish the person.
Placing a person on report (starting a charge
against the individual) means letting the proper
authority (CO, XO, CDO, OOD, legal officer, military
police, security or MAA force, or any superior in the
chain of command) know about the apparent
misconduct. Your notification can be oral or in the
form of a written report chit. If your command has a
locally prepared report chit, you should use that form;
otherwise, you can use the standard Navy report chit,
Report and Disposition of Offense(s), NAVPERS
1626/7, as shown in figure 2-2. Whichever form you
use, make your report as complete, accurate, and
specific as possible.
Figure 2-2 shows the correct manner for completing
the NAVPERS 1626/7. Be sure to include the following
information: date of report; accused’s name, rate, social
security number, branch of service, and division; date
and place of offense (including the pertinent article of
the UCMJ, if known); complete identification of all
witnesses; and your rate and signature. The unit legal
office usually will type your initial report chit in proper
form for record purposes, so the accuracy and the
completeness of the information you submit are
important. In addition, investigation of the report chit is
easier if you include adequate information. If you use
the NAVPERS 1626/7, do not concern yourself with any
part of the form after the portion about article 31, UCMJ
(compulsory self-incrimination prohibited), which
explains the rights of the accused. The legal office
personnel will complete the remainder of the form.
The next step in the processing of a report chit is
for the commanding officer to assign a junior officer or
senior petty officer to conduct a preliminary inquiry of
the alleged offense(s). The results of the preliminary
inquiry then go to the executive officer’s inquiry
(XOI), also known as a screening mast. At the XOI, the
executive officer will either dismiss the report chit or
forward it to the commanding officer for captain’s
mast. At captain’s mast, the commanding officer will
review the report chit, the results of the preliminary
2-4
Figure 2-2. Report and Disposition of Offense(s), NAVPERS 1626/7 (Rev. 8-81).
inquiry, the statements of the witnesses and the
accused, and any evidence connected with the case.
The commanding officer then will dismiss the case,
award nonjudicial punishment, or refer the case to a
court-martial. If the preliminary inquiry, XOI, or
captain’s mast involves you in any way, your
participation will be as a witness.
commanding officers, and final administrative action
(appeal, service record entry, etc.).
REVIEW QUESTION
Q4.
The reverse side of the form concerns disposition
of the case, preliminary investigation results and
recommendations, actions of the executive and
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When placing a person on report, you may
orally notify the COC.
1.
True
2.
False
Rights of the Accused
One area deserves special caution: preservation of
the subject’s rights. Under article 31, UCMJ, an official
must inform all suspects of the charges against them
and of their right to remain silent. That official must
advise suspects that anything they say may be used as
evidence against them at a trial by court-martial. Under
other provisions of law, a suspect also may have a right
to legal counsel before and during any interview. The
official must advise suspects of those rights and
provide them with the opportunity to exercise those
rights before questioning them. Failure to do so could
prevent the use of self-incriminating statements made
by suspects in disciplinary proceedings. That could
result in the loss of the entire case.
You should not question any suspect, but should
leave that task to personnel with proper training, such
as legal or law enforcement personnel. In some cases
though, you may have to question the person you are
placing on report about the offense(s) he or she
allegedly committed. If this situation does occur, make
sure you properly advise that person of his or her rights
under article 31 of the UCMJ.
Remember that the report chit you start—the act of
placing someone on report for violating the
UCMJ—could eventually lead to a court-martial of
that person.
REVIEW QUESTION
Q5.
Under article 31 of the UCMJ special caution
is cited for which of the following areas?
1.
Preservation of the accused’s rights
2.
Right to see the results of inquiry
3.
Preservation of the identity of the accuser
4.
Communication with the accuser
exercising general court-martial jurisdiction over the
officer against whom it is made. The officer exercising
general court-martial jurisdiction shall examine into
the complaint and take proper measures for redressing
the wrong complained of; and shall, as soon as
possible, send to the Secretary concerned a true
statement of that complaint, with the proceedings had
thereon.”
In addition, under article 1150, United States
Naval Regulations, “if any person in the naval service
considers themself wronged by an act, omission,
decision, or order of a person who is superior in rank,
or command, that member shall not fail in
maintaining a respectful bearing toward such
superior, but may report the wrong to the proper
authority for redress in the manner provided in this
article.” The report should clearly identify the
respondent (the superior against whom it is made), the
wrong complained of, and the redress desired. A
complainant (the person submitting a report under
this article) may be held accountable by the officer
responsible for the resolution of the report if the
report is found to be vexatious, frivolous, or false. The
report may not be joined with reports by other
complainants.
A complaint of wrong does not apply when a
subordinate complains about another petty officer
shouting at him or her or a similar incident that can be
handled at a lower level in the chain of command. A
complaint of wrong is a very serious charge and
should not be made lightly. The first step is to seek
advice from someone in authority. Consult with a
division officer, command master chief, leading chief
petty officer, or the appropriate official for the
situation. Then request a review. The Manual for the
Judge Advocate General, JAGINST 5800.7,
chapter III, gives further guidance for filing a
complaint.
REVIEW QUESTION
Redress of Grievances/Complaints of Wrongs
Q6.
As a second class petty officer, you need to be
aware that under article 138 of the UCMJ “any member
of the armed forces who believes himself wronged by
his commanding officer, and who, upon due
application to that commanding officer, is refused
redress, may complain to any superior commissioned
officer, who shall forward the complaint to the officer
2-6
What is the first step a petty officer must do
when considering a complaint of wrong?
1.
Tell the commanding officer
2.
Seek advice from someone in authority
3.
Put in a request chit
4.
Start a preliminary investigation
Courts-Martial
Based on article 16 of the UCMJ, courts-martial
are of three types—summary, special, and general. The
captain decides the type of court-martial to award
based on the nature, time, and place of the offense.
A summary court-martial (SCM) consists of one
c o m m i s s i o n e d o ffi c e r. I f t h e r e i s o n l y o n e
commissioned officer with the command, that officer
acts as the summary court officer. A summary court
can award any sentence that may be given at mast. It
also can award the additional punishments of
confinement for 1 month, hard labor without
confinement for 45 days, restriction for 2 months, or
forfeiture of two-thirds pay per month for 1 month.
A special court-martial (SPCM) consists of not
less than three members. The accused can request that
enlisted personnel serve on the court. In that event,
enlisted personnel make up at least one third of the
court membership. The accused has the right to consult
with a defense counsel and to request that the court
consist of only the military judge. A SPCM may award
a more severe punishment than a SCM. For example, it
can award a bad-conduct discharge, confinement for 6
months, loss of two-thirds pay per month for 6 months,
and hard labor without confinement for 3 months.
A general court-martial (GCM) consists of a
military judge and not less than five members. As in a
special court-martial, the accused may request that
enlisted personnel serve on the court. Under the
conditions described for a SPCM, the accused may
request that the court consist of only a military judge. A
GCM can award any punishment not forbidden by the
UCMJ, including death when specifically authorized
for the offense.
All accused persons have the right to be
represented before special and general courts-martial
by defense counsel. This counsel may be a civilian
attorney, at the expense of the accused, or a military
attorney detailed to represent the accused.
USING JUDGMENT IN REPORTING
VIOLATIONS
The need for using good judgment is vital in
reporting violations. Some violations are minor in
nature and some are major. As a petty officer, you need
to become familiar with separating the two. Good
judgment ability is not an inherited trait. You must
develop it over a period of time. You have to develop
the ability to decide and to form an opinion objectively
when you report violations of the UCMJ. The
judgment you use may affect the rest of a person’s
naval career.
You are going to see violations of the UCMJ every
day. Some will be minor and some will be major. If you
see a violation, stop for a minute to think before you
act. You cannot smile away a violation one day and
rebuke it the next. Under these conditions personnel
don’t know where they stand. At times you need only
offer a word of caution to correct a problem. At other
times you may need to take more action.
Study your personnel, watch them, learn their
language and points of view, work with them, guide
them, and counsel them. Then, you can commend the
good personnel and, as often as you must, report the
bad ones without fear or favor.
If you were to report minor violations all the time,
you would bog down our justice system; and your
effectiveness as a leader would rapidly decline.
Remember to stop and think before you act. Use
discretion in reporting a violation.
Violations That Should Be Reported
Remember, a violation is a violation and should
not go unanswered. At times your judgment as a petty
officer comes into play. You need to take a hard look at
the violation and see if it warrants reporting.
Some examples of offenses that normally warrant
reporting (major violations) are as follows:
• Assault of a superior commissioned officer or
willful disobedience of a superior commissioned
officer’s orders
REVIEW QUESTION
Q7.
Who decides which type of court-martial to
award?
• Disrespect towards a superior commissioned
officer
1.
Accuser
2.
Accused
3.
Executive officer
• Drunken or reckless driving
4.
Commanding officer
• Willful destruction of government property
• Being drunk while on duty
2-7
Those are only a few of the violations you must
report. For a complete picture of the violations you
must report, examine the Uniform Code of Military
Justice (UCMJ). Doing so will help you recognize
offenses which are major violations.
Violations That Should Not Be Reported
Now that you have read about some of the major
violations you should report, consider some minor
violations you should not report. These simply involve
inadequate behavior that stems from not doing the job
or meeting standards. Some examples are as follows:
• Being late from time to time for routine muster
• Falling down on the job from time to time and
also lack of attention to nonvital details
• Occasionally not completing work on time
This type of behavior usually is not serious enough
for placing a person on report. However, it does require
some form of action by you, such as counseling,
lowering of evaluations, extension of working hours,
or withholding of special privileges for a time. Be
mindful that this type of behavior is usually minor in
nature but also may be the beginning of a behavior
pattern leading to something more serious. Reporting
minor offenses that are not habitual or extreme burdens
the legal system unnecessarily and tells your superiors
you are not fulfilling your responsibility as a leader to
counsel and discipline your subordinates. That does
not mean reporting an offender shows a failure on your
part. Just be sure you have done everything in your
power to straighten out an offender before placing him
or her on report for repeated minor offenses.
REVIEW QUESTION
Q8.
Being late for a routine muster is an offense
that must be reported.
of uniforms and accessories upon joining the Navy and
is subsequently charged with upkeep, maintenance,
and proper use of each garment. As petty officers, we
not only must be mindful of our appearance but we
must compliment or correct our subordinates’
appearance. Observations on appearance must be part
of each Sailor’s training in order for them to set a good
ex a m p l e . Wi t h t h i s i n m i n d , w e s h o u l d b e
knowledgeable of the various uniforms and the correct
way to wear those uniforms.
SEA-BAG INSPECTIONS
As part of a Sailor’s general military duties, a
second class petty officer may be assigned to hold
sea-bag inspections. Initial uniform requirements for
enlisted personnel will be provided at the Recruit
Training Center in compliance with DoD Directive
1338.5 and DoD Instruction 1338.18, Armed Forces
Clothing Monetary Allowance Policy and Procedures.
Individuals are responsible for properly maintaining
uniforms appropriate to assigned duties. The minimum
numbers of uniform components required are listed in
United States Navy Uniform Regulations, NAVPERS
15665. The United States Navy Uniform Regulations
also states that commanding officers shall require
clothing of all E-1/E-2/E-3 personnel to be inspected at
regular intervals to ensure that each person possesses a
complete sea bag. Clothing of petty officers
(E-4/E-5/E-6) may be inspected on an individual basis
as appropriate. Only those items listed in tables found in
the Uniform Regulations may be required for uniform
sea-bag inspection. Prior to transfer to another ship or
station the sea bags of all E-1/E-2/E-3 personnel shall be
inspected, and the individual shall be required to have at
least the items and quantities indicated in tables found in
the Uniform Regulations. In addition, inspections often
are held on individuals placed on restriction or those
returning from an unauthorized status.
Learning Objectives: Identify how to conduct sea-bag
inspections. Identify the correct manner of wearing a
petty officer’s insignias.
The sea-bag allowance is reviewed on regular bases.
This means that to perform sea-bag inspections, a
current copy of the Uniform Regulations along with
current changes must be obtained and used to perform
the inspection. Anytime an inspection is held the person
being inspected shall have all items as required by the
Uniform Regulations. Remember these required items
are supported for upkeep, replacement, and
maintenance by annual clothing allowances. No
excuses should be accepted for not having the required
sea bag.
Uniforms are observed and evaluated as part of
military bearing. Each Sailor was issued an allowance
The Uniform Regulations call for uniform
components of E-l through E-6 personnel to have
1.
True
2.
False
UNIFORMS
2-8
ownership markings. Markings shall be a stencil
consisting of owner’s surname and last four digits of
owner’s social security number placed inside the
garment as outlined in Uniform Regulations. Stencil
letters shall be approximately l/2-inch high and
blocked. Markings shall be black on white uniforms,
and white on blue uniforms. Blue chambray/utility
shirts shall be marked in black. Blue working jackets
and dungaree/utility trousers shall be marked in white.
Embroidered letters on chambray/utility shirts,
dungarees/utility trousers, and blue working jackets
shall be approximately l/2-inch high and blocked.
Embroidered letters on camouflage uniforms and
Navy coveralls shall be approximately 3/4-inch high
and blocked. Name tape shall match color and fabric of
the uniform component and shall be the length of the
width of the pocket. Blue chambray/utility shirts shall
be embroidered in black. Blue working jackets and
dungaree/utility trousers shall be embroidered in
white. Coveralls shall be embroidered in silver for E-6
a n d b e l ow. T h e r e a r e m a ny o t h e r u n i f o r m
requirements. Therefore, Uniform Regulations must
be reviewed for current information.
important part of your appearance is the manner in
which you wear your uniform and insignia. The term
insignia includes cloth rating badges, which are worn
on the left sleeve of your uniform, collar insignia, and
insignia worn on military headgear.
Rating Badges
Rating badges for petty officers differ according to
paygrade, specialty, size, and color. They consist of a
perched eagle with extended wings pointing upward
and its head facing right. As shown in figure 2-3,
chevrons, indicating the wearer’s rate, and a specialty
mark, indicating the wearer’s rating, make up the
badge. Rating badges worn on blue working jackets
and chambray shirts have no specialty mark.
Chambray iron-on or sew-on rating badges are
permitted on chambray shirts. Chevrons on rating
badges for men, E-4 through E-6, measure 3 1/4 inches
wide. Chevrons on women’s rating badges measure
2 1/2 inches wide and their rating insignia are three
fourths of the size of men’s insignia. The men’s size
rating badge is worn on the pea coat whether the pea
coat is worn by a man or a woman.
When charged with holding sea-bag inspections
consult local instructions for prescribed procedures.
The petty officer assigned to hold sea-bag inspections
could use the following as a guide for the inspection:
• Prescribe a time and a place to hold the
inspection. Remember the sea bag contains
many items, so room for the items to be laid out
will be needed.
• Have a current list of all required items along
with a copy of the stencil marking section from
the Uniform Regulations.
• Instruct the person to present each item as you
call it off the list, or the person can present an
item and you can mark it off the list. Remember
to check the quantity of each item.
• Check the clothing for required stenciling and
other required markings.
• When the inspection is complete, have the
person sign the inspection list to acknowledge
items missing, needing replacement, or
maintenance.
PETTY OFFICER’S INSIGNIA
As a petty officer, you should set an example for
subordinates both in conduct and in appearance. An
Figure 2-3. E-4, E-5, and E-6 rating badges.
S t a n d a r d n av y b l u e r a t i n g b a d g e s h ave
embroidered backgrounds and are worn on navy blue
uniforms. You may wear navy blue badges mounted on
fabric which matches the fabric color and cleaning
characteristics of the uniform on which it is worn.
Rating badges with white backgrounds match the
fabric of uniforms on which they are worn. Colors of
the eagle, specialty mark, chevrons, and service stripes
for prescribed uniforms and components are described
in table 2-1.
2-9
Table 2-1. Proper Badge/Uniform Combination
Uniform
Rating Badge Background
Eagle/ Specialty Mark
Service Dress Blue
Navy Blue
White/Silver
Chevrons Service
Stripes1
Scarlet/Gold2
Service Dress White
White
Blue
Blue
Summer White
White
Blue
Blue
Winter Blue/
Winter Working Blue
Navy Blue
White
Scarlet
Dungaree
Blue Chambray
Dark Blue (Eagle Only)
Dark Blue
Pea Coat
Navy Blue
White
Scarlet
Overcoat
(E-4/E-5/E-6 Women)
Navy Blue
White
Scarlet
Blue Working Jacket
Medium Blue
White (Eagle Only)
Scarlet
1Service stripes are worn on Dress Blue/Service Dress White uniforms for men and Service Dress Blue only
for women.
2Gold service stripes and gold chevrons, when authorized, are only worn on the Service Dress Blue
uniforms.
Rating badges are worn on the left sleeve of the
garment; centered vertically between the shoulder
seam and the elbow, as shown in figure 2-4.
Figure 2-5. Proper positioning of collar devices.
Cap Devices
Figure 2-4. Proper positioning of rating badges.
Collar Devices
Petty officers in paygrades E-4 through E-6 wear
pewter miniature collar devices on collar tips of the blue
windbreaker and the blue raincoat. The collar device
depicts a perched eagle over chevrons indicating the
wearer’s rate. Center the insignia 1 inch from the front
and lower edges of the collar and place the vertical axis
of the insignia along an imaginary line bisecting the
angle of the collar point, as shown in figure 2-5. The
perched eagles face toward the front (inward).
You are already familiar with the cap device for E-l
through E-6 personnel. It consists of an oxidized,
silver, spread eagle, with oxidized silver block letters
“USN” placed horizontally between the wing tips and
centered above the eagle’s head.
This device is worn on the women’s combination
hat, garrison cap, and beret. It also is worn on the
tropical helmet.
Service stripes are worn on Dress Blue/Service
Dress White uniforms for men and Service Dress Blue
only for women.
1
Gold service stripes and gold chevrons, when
authorized, are only worn on the Service Dress Blue
uniforms.
2
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With local prescribing authority authorization,
petty officers may wear insignias on command ball
caps. The insignias worn on ball caps consist of an
eagle and chevrons of either silver or bright gold finish.
Petty officers entitled to wear gold rating badges and
service stripes on their Service Dress Blue uniforms
wear gold chevrons vice silver on their cap device. The
device is centered on the front of the ball cap
1 1/4 inches above the visor. This command ball cap
insignia may be worn by E-4 through E-6 personnel.
REVIEW QUESTION
Q9.
Chevrons on rating badges worn on the pea
coat of both male and female Sailors measure
3 1/4 inches wide.
1.
True
2.
False
GROOMING STANDARDS
Learning Objective: Recognize the regulations
concerning male and female grooming standards.
Grooming standards are based on several
elements—including neatness, cleanliness, safety,
military image, and appearance in uniform. The
standards are not intended to be overly restrictive or
designed to isolate Navy men and women from society.
The limits are reasonable; they ensure that personal
appearance contributes to a favorable military image,
yet they allow a degree of individuality. The seeming
difference between the policy on grooming for male
and female members is simply recognition that there is
a difference between the sexes—mustaches and
sideburns for men, longer hair and cosmetics for
women.
GROOMING STANDARDS FOR MEN
Hair will be neat and clean and present a groomed
appearance. Hair above the ears and around the neck
will be tapered from the lower hairline upward at least
3/4 inch. Hair on the back of the neck may not touch the
collar. Hair will be no longer than 4 inches and
groomed so that it does not touch the ears or collar,
extend below the eyebrows when headgear is removed,
or interfere with proper wearing of the headgear. The
primary consideration is a neatly groomed hairstyle in
relation to the individual’s type of hair.
Sideburns are permitted, but they are to be even
width (not flared) and end with a clean-shaven
horizontal line. Sideburns cannot extend below the
middle of the ear. In most instances, mustaches also are
permitted but must be kept neatly trimmed so that they
don’t appear ragged. No eccentricities, such as long,
drooping mustaches, are permitted.
Such articles as pencils, pens, watch chains/fobs,
pins, jewelry, handkerchiefs, combs, cigars, cigarettes,
or pipes must not be worn or carried exposed upon the
uniform. Wristwatches, bracelets, and inconspicuous
rings (one ring per hand is authorized, plus a wedding
ring), but no oddities of dress, such as earrings, are
permitted. While in uniform, men may wear one
necklace or choker; but it must not be visible.
Navy personnel assigned to Marine Corps units,
when wearing Marine Corps uniforms, shall abide by
the grooming standards established for Marines;
otherwise, when wearing Navy uniforms (including
fatigues), they must abide by Navy regulations.
GROOMING STANDARDS FOR WOMEN
Hair must be neatly arranged and styled to present
a feminine appearance but may not fall below the lower
edge of the uniform collar. No hair is to show under the
front brim of the hat. The only ornaments permitted in
the hair are bobby pins (inconspicuously arranged) and
barrettes (two maximum) of a color that matches the
hair.
Fingernails must not exceed 1/4 inch measured
from the tip of the finger. Nail polish must be a soft
shade, complementary to the skin tone.
Cosmetics should be of conservative color and
applied sparingly. No eccentricities or faddishness of
dress, jewelry, or grooming is permitted. No pencils,
pens, pins, handkerchiefs, or jewelry may be worn or
exposed on the uniform. Earrings must be the 6-mm
ball (approximately 1/4 inch) type with a brushed
matte finish; either the screw-on or post type may be
worn. E-6 and below must wear silver earrings; CPOs
and officers must wear gold. Small single pearl
earrings are authorized for dinner or formal dress
uniforms. While in uniform, women may wear one
necklace or choker; but it must not be visible.
The wearing of the maternity uniform is mandatory
for all pregnant women in the Navy when a uniform is
prescribed and regular uniforms no longer fit.
2-11
REVIEW QUESTION
Q10.
While in uniform women may wear both a
necklace and a choker.
1.
True
2.
False
SUMMARY
This chapter has covered the Navy’s view of
discipline as a method of training that corrects, molds,
strengthens, or perfects mental faculties and character.
The general authority and organizational authority of a
petty officer was explained as well as what a lawful
order means. You have seen how unique the Navy is in
giving you added responsibility and letting you
develop to the fullest. You know how to report a
violation properly by using the report chit. You have
seen the processing of a chit through the chain of
command, and you are aware of the importance of the
rights of the accused.
You should understand that along with your
responsibility you need to use good judgment when
reporting major offenses. Some ideas were presented
on how to correct minor violations through counseling,
extended working hours, or the temporary loss of
special privileges.
No matter what your position, as a petty officer,
you are a disciplinarian for the Navy. You will use at
one time or another every form of discipline to get the
job done. How you fare will depend on your approach.
As a petty officer, you have the responsibility to help
maintain good order and discipline within the Navy.
When you place a person on report, you are stating that
all other methods to maintain good order and discipline
have failed. That means the only action left is for the
command to take appropriate disciplinary action
against the person who has violated the UCMJ. Do not
treat serious charges and grievances lightly. Seek the
advice of someone in authority.
As a petty officer, you not only will be watched by
your superiors but also by your subordinates and peers.
The time you take at the barbershop/beauty shop
getting a neat haircut will not only keep you looking
sharp in the eyes of the civilian community and your
shipmates but will give you pride in yourself. The sea
bag of clothing issued to you at enlistment is to be
maintained and updated with the appropriate uniforms
throughout your Navy career. Take pride in your crow
(slang for PO rating badge). Make sure it is sewn on
properly. Your appearance in uniform reflects the pride
you have in the Navy and your self-respect. Wear your
uniform with pride and dignity; you’ll not go wrong.
REFERENCES
Management Fundamentals: A Guide for Senior and
Master Chief Petty Officers, NAVEDTRA 10049,
N ava l Educ a tion a nd Tra ining P r ogr am
Management Support Activity, Pensacola, FL,
1990.
Manual for Courts-Martial, U.S. Government Printing
Office, Washington, DC, 1998.
Manual of the Judge Advocate General, JAGINST
5800.7, Office of the Judge Advocate General,
Alexandria, VA, 1991.
Standard Organization and Regulations of the U.S.
Navy, OPNAVINST 3120.32C, Chief of Naval
Operations, Washington, DC, 1994.
United States Navy Regulations, Department of the
Navy, Washington, DC, 1990.
United States Navy Uniform Regulations, NAVPERS
15665I, Bureau of Naval Personnel, Washington,
DC, 2000.
2-12
REVIEW ANSWERS
A6.
(2) A complaint of wrong is a very serious
charge and should not be made lightly. The
first step is to seek advice from someone in
authority.
A7.
(4) The captain decides the type of court
martial to award based on the nature, time,
and place of the offense based on article 16
of the UCMJ.
A1.
(2) The purpose of EMI is to correct a training
deficiency; however, depriving someone of
normal liberty is not a purpose of EMI.
A2.
(1) As per the Uniform Code of Military
Justice, EMI will not be assigned nor
conducted on the member’s Sabbath.
A3.
(2) Your responsibility as a petty officer never
ends. It is a 24-hour-per-day duty that can be
very trying at times.
A8.
(1) Placing a person on report means letting
the proper authority know of the apparent
misconduct. Your notification can be oral or
in the form of a written report.
(2) This type of behavior usually is not
serious enough for placing a person on report.
However, it does require some form of action
by you such as counseling.
A9.
(1) Although male and female rating badges
are different sizes on other uniforms, the
rating badge on the pea coat is the same size.
A10.
(2) While in uniform, women may use one
necklace or choker, but it must not be visible.
A4.
A5.
(1) You should not question any suspect but
should leave that task to personnel with proper
training. However, if the situation does occur,
make sure you properly advise that person of
his or her rights under article 31 of the UCMJ.
2-13